Mission Drift
What does this mean?
Highly volatile revenue swings year over year paired with fluctuating Program Scores. The organization is constantly pivoting to chase restricted grant funding rather than building a sustainable core.
The Path Forward
The Lodestar
A radical recommitment to the core mission. It requires the organization to gain the strength to say 'no' to restricted funding that pulls them away from their true purpose.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 33.6% | 23 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 30.6% | 30 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 7.8% | 54 | Fragile | Recovery | |
| 2019 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 45 | Fragile | Stable Watch | |
| 2017 | — | — | — | 49 | Fragile | Stable Watch | |
| 2016 | — | — | — | 49 | Fragile | Recovery | |
| 2015 | — | — | — | 39 | Fragile | Decline Risk | |
| 2014 | — | — | — | 51 | Fragile | Recovery | |
| 2013 | — | — | — | 47 | Fragile | Recovery | |
| 2012 | — | — | — | 43 | Fragile | Decline Risk | |
| 2011 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Josh Hopp | Treasurer | 16.8% of Rev | ||
| Stacey Saunders | Executive Dir. | 16.8% of Rev | ||
| Brandon Myers | Board President | — | ||
| Gina Buskirk | Board President | — | ||
| Andrienne Runyan | Secretary | — | ||
| Alanna Bolon | Board Member | — | ||
| Dale Borer | Board Member | — | ||
| Lori Durham | Board Member | — | ||
| David Emmons | Board Member | — | ||
| Charles Platten | Board Member | — | ||
| Lorna Watson | Board Member | — | ||
| Amanda Williamson | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STACEY SAUNDERS | Executive Director | 16.8% of Rev | ||
| JOSH HOPP | Treasurer | 16.8% of Rev | ||
| BRANDON MYERS | Board President | — | ||
| GINA BUSKIRK | Board President | — | ||
| ADRIENNE RUNYAN | Secretary | — | ||
| DALE BORER | Board Member | — | ||
| CHARLES PLATTEN | Board Member | — | ||
| LORI DURHAM | Board Member | — | ||
| LORNA WATSON | Board Member | — | ||
| AMANDA WILLIAMSON | Board Member | — | ||
| DAVID EMMONS | Board Member | — | ||
| ALANNA BOLON | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STACEY SAUNDERS | Executive Director | 58.9% of Rev | ||
| BRANDON MYERS | Board President | — | ||
| GINA BUSKIRK | Board President | — | ||
| JOSH HOPP | Treasurer | — | ||
| LORI DURHAM | Secretary | — | ||
| DALE BORER | Board Member | — | ||
| DANIELLE KARRMANN | Board Member | — | ||
| CHARLES PLATTEN | Board Member | — | ||
| ADRIENNE RUNYAN | Board Member | — | ||
| MICHELLE SCHUSTER | Board Member | — | ||
| LORNA WATSON | Board Member | — | ||
| AMANDA WILLIAMSON | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 332 other orgs in WA with NTEE prefix A6.
Most-divergent component: financial score sits 27 points below the peer median (25 vs. 52).
5-year trend: Mission Drift
Highly volatile revenue swings year over year paired with fluctuating Program Scores. The organization is constantly pivoting to chase restricted grant funding rather than building a sustainable core.
What's driving this score
- Comp-to-revenue ratio of 33.6% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
- Financial resilience score in the bottom quartile — reserves and liabilities ratios warrant review.
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 33.6% to under 22% of revenue — would move governance score by ~23 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.